ORGANIZATIONAL CONSULTING EMPOWERS INNOVATION DEVELOPMENT

I support and consult companies as an innovation and organizational consultant. My approach is based on the customer-centric service design innovation process.

Travelling my "Business Journey," I was shaped by my entrepreneurial background (founding a start-up company at age 24, successfully selling it at age 32), my roots in engineering (graduate architect) and social sciences (psychology). As the first German service design master trainer (certified by the Service Design Network), I teach the powerful service design approach in seminars to students at various universities and corporate employees. The synergy between science and practical experience enriches my daily work. For the past 17 years, I have been accompanying organizations in the development and implementation of competitive and holistic user experiences across analog and digital touchpoints and supporting them in the challenges that come with the digital transformation. My focus is on customer-centric innovation ("user-driven innovation"), service design strategy up to implementation and the accompanying systemic organizational consulting. As part of my doctoral thesis, I have developed my own service design implementation model, which helps companies to embed innovations into their organizational structures in a sustained manner. Only then can innovation quickly and effectively reach its relevant users, target markets and be successful.

With the service design approach - a combination of innovation development and a supporting systemic organizational consulting - the innovative strength and learning ability within an enterprise can be increased to become or remain economically relevant.

75% of organisations believe themselves to be customer-centric, but only 30% of consumers agree

The Service Design Thinking process and its various methods, including those from Silicon Valley, can be used to systematically develop innovations combining the user, organizational and business perspectives. The process is iterative and based on agile principles. Only the solution of relevant problems leads to the fulfillment of real user needs and satisfied customers.

A successful customer journey – the "User Journey" – takes into account the orchestration of all user experiences across digital and analog customer contact points with the company. The "User Journey" combines the emotional and functional experience of a service into an overall experience. It adds user expectation before the service/experience with the immediate experience during that time and the satisfaction thereafter, or the end of the customer relationship with a service or product.

If existing companies or organizations add services to their portfolio in addition to their products, adjustments must be made that affect many business divisions. Therefore, in addition to investigating the needs and behavior of external users (user research), an understanding of internal processes, employee practices, culture, vision and the business context (organizational diagnostics) is essential. Likewise, all relevant market figures, technological development, trends and economic parameters (business diagnostics) must also be included in the process.

Identifying risks, barriers and relevant drivers at an early stage. Effective integration of potentials into the innovation process. Uncover interdependencies to avoid unwanted negative consequences that may slow down or stop the innovation process.

The proof or prediction that the concept/solutions developed can be economically viable on the market, relevant from the user's point of view and can be successful for the organization with regards to capabilities and underlying conditions in the targeted time slot must repeatedly be provided in the process.

Integrating new ideas into existing organizations has always caused fears and resistance. It is therefore essential to motivate employees and relevant stakeholders and incorporate them into the innovation process through participative "co-creative" working methods very early on. Visualizations and prototypes are used to make problems and solutions that have been discovered tangible and accessible so that the meaning can be recognized and accepted by stakeholders. The training of processes, the transfer of methodological know-how and the cultivation of a human-centered mindset and an innovation culture for internal employees is also great support.

Right from the start of an innovation process, the succeeding realizability of the concepts must be taken into consideration. Companies and employees must be qualified and prepared for innovation to be integrated into the company's everyday life. The KUER implementation model (see toolkit) shows 24 factors that support and facilitate implementation.

Digitalization does not change the “laws of nature” of economic activity, but everything concerning the necessary competence for change.

— Roman Stöger 2017

If you think the service design approach through systematically, it is an organizational development approach

— Jenny Bauschmid@eon

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Service DESIGN THINKINg, implementation & innovation trainings

based on Silicon Valley Innovation methods. Open trainings and customised inhouse-trainings.

GET a Service Design CERTIFICATE BASIC or advanced

awarded by the international Service Design Network

In house Training starting from 2 days.

"A Service design training will enable participants to integrate the agile service design process skills within their own work routines. It is not just about learning new methods and tools, it is all about embracing a human-centred mindset and being able to face challenges that arise with the digital transformation."

6 Days

Service Design & Organisational Change

Service Design DOING & DELIVEry

In Cooperation WITH the Service Design Network, Prof. Birgit Mager

Cologne, Service Design Network Space, Loft 33

coming again in Autumn (Language English)

How can it be ensured that complex service design concepts can be successfully implemented with clients? The workshop will approach the topic of implementation from different directions. Current trends in research, practice and general implementation success factors are presented, discussed and reflected on the basis of own projects. //

1 Day

What we need is a new view of reality: the insight that much of what we see separately is connected, that the unseen threads connecting things are often more important to what is happening in the world than things themselves.

// Presentation of all relevant user research results on a canvas. You are welcome to use the canvas for your own purposes, including in a commercial context, including in competition with us, as long as you name the source of supply www.feedyourmind.eu / Dr. Tina Weisser and share it on equal terms.